207
do so in an upper class over the heads of men already serving to the discouragement of those men. The greater number of educated ren that can be induced by the chances of continuous promotion to join in the lower classes the greater will be the general effi-
ciency of the service.
(4.) The varying gaps between the salaries of the dif- ferent classes are further checks to continuous advancement. The maximum salaries of the 8th, and 7th. classes and the minimum
the salaries of the 7th. and 6th. classes differ by one increment, maximum salaries of the 6th. and 5th. and the minimum of the 5th. and 4th. by two increments while there is a gap of 5 increments between the maximum of the 4th, and the minimum of the 3rd. A man who has reached the maximum of the 4th. class may have to wait some years without increments before receiving promotion to the 3rd. and with it an addition to his salary of 6 increments. It would be better if he received further increments in the 4th, class and only one additional one on promotion to the 3rd.
6.
The foregoing defects would be obviated by the adoption of the system of grading shown on the following
table:-
Salary.
Increments.
Grade.
Minimum. Maximum.
$
*
$
6th.
240
420
60 annually.
5th.
480
660
60 do.
4th. 720
900
60 do.
3rd. 960
1,200
120 biennially.
2nd. 1,320
1,560
120
do.
1st. 1,680
2,040 120 do.
27
Jong
Period in which páxi- mum salary of grade could be reached and
term. enjoyed for
Years.
30
6
This scheme 'starts from the same minimum ($240) as the existing classification scheme but goes to a slightly lower maximum $2,040
in place of $2,100. It provides the encouragement of annual instead of biennial increments in the
lower classes and while
retaining the biennial increments in the upper classes doubles
the